The board of directors started with a top-team development workshop. We intensely helped them to become a real team. At the same time, we supported them in revamping, and partially developing for the first time, their guiding principles for the future.
In a next step, we integrated the management team into a participative process. In a special, natural atmosphere they jointly developed the guiding principles further; within the guidelines given by the board. We supported them on their way of becoming a team with a variety of methods. During these three intensive days, they built a higher level of closeness, trust, and shared commitment for the change program. After this starting event, we intensely worked together to improve teamwork and leadership behavior in the board and top management level in several additional trainings and workshops. This continuous work is an important success factor for change processes.
An extraordinary 2-day large group event with the top 100 was the starting point for the whole organization. At this Event, we jointly created an atmosphere that allowed for everyone to really feel the target state of our journey. They experienced, e.g., the physical starting shot for their journey which was fired after a “reeeally” inspiring speech. Participants also worked on concrete business tasks, e.g., on how to improve functional exchange with employees while simultaneously building trust.
20-30 of them then started working in their respective workstream teams in order to integrate the subjects, as defined by the top-management, even deeper into the organization. In mixed teams, consisting of Timmermann consultans and the client’s workstream owners, we pushed cultural topics (e.g., feedback culture, dealing with mistakes, and cross-silo cooperation) and functional topics (e.g., strategy, key account management, and steering) even further.
For the last 3 years, we accompanied them on their journey, for which they planned a total of six years. As planned, step by step, we are becoming less and less important for the ongoing success of the change process. Some key actions of the change process include:
- Strategy development
- Reorganization in order to be more customer-oriented
- Joint development and implementation of a customized key account management system
- Training and guiding change agents in their task of setting cultural impulses and developing everyday actions throughout the whole company
- “What-does-the-journey-mean-for-me?” workshops with all employees
- Change leader training program for middle management
- Highly effective team development processes for important project and leadership teams